THIEVES, LIARS AND ACCOUNTABILITY

I came across this quote:


leaders who do not hold their people accountable to a set standard are, in effect, thieves and liars. Thieves because they are stealing from the stockholder who pays them to hold people accountable, and liars because they pretend that everything is OK with their people when in fact everything is not OK.— James C. Hunter, The Servant Quote source


The quote speaks to accountability, What is accountability?, Why is it important?, and how do you hold yourself and others accountable? These are the questions I would like to try and answer.


What is accountability? Merriam-Webster defines Accountability as:  the quality or state of being accountable; especially : an obligation or willingness to accept responsibility or to account for one's actions (Emphasis mine). I would totally agree with this definition of Accountability. I believe that accountability is accepting responsibility and being accountable for one's actions/duties.


Why is it important? If you ever want to grow your people and their skill sets then you have to hold  them accountable to a standard. If you don't, they will go the path of least resistance. As I mentioned in my article, Expectations: If you Raise it, they will meet it. You can't set or raise expectations for your people and then not hold them accountable to it. As the quote above mentions, you are lying to yourself, your bosses and your people. If you don't acknowledge and do something about people not meeting the standard or expectations that are set.


When you set new expectations, be ready for some push back from some or all of your people. People are creatures of habit, most people don't like to change their routines or work habits. Some are even comfortable with doing the bare minimum that they need to do to get paid. These are the people that will be the real challenge in getting them to reach higher. That's why it's imperative to follow the next steps.


How do you hold your people accountable? 

• Walk the talk: If you've set higher expectations or standards for your people, you have to be first willing to show by example how the new expectation or standards are to be met. You can't tell them to reach higher and then sit back and keep doing the minimum as the leader.

• Communicate: In very simple terms, outline what your expectations are for each of your people. Explain to them why the higher expectations are being set and the fact that your doing it due to the fact that you believe in their abilities to meet them.

• Training: If your new expectations or standards require it, train your people in the area's or skill sets that will enable them to meet the new expectations or standards. 

• Evaluate and Mentor: Watch and see how your people are doing, talk with them throughout the process, find out what new challenges or obstacles they are facing. Help them by either removing the obstacles or by helping them work through the challenges. Once you've evaluated and mentored them, hold them to the standard. The mentor part will be extremely helpful in helping them come to grips with the higher expectations. If you stay connected and communicate with your people, they will get to where they need to be.

I can't stress enough the need to continuously communicate and mentor your people when setting new standards. It will help tremendously in holding them accountable. When you hold people accountable, it shows them that you care about them and want to help them be better.

President's day and Washington's farewell address

S. 623, A bill to make the 22nd day of February,
 George Washington's Birthday,
RG 46, Records of the United States Senate.

I came across this interesting fact about President's day or Washington's birthday, however you like to think of today. Tomorrow, the Senate will read Washington's farewell address, which was written by George Washington in 1796, and first appeared in the Philadelphia  Daily American Advertiser and then in papers around the country.

The Senate tradition began on February 22, 1862, as a morale-boosting gesture during the darkest days of the Civil War.  Citizens of Philadelphia had petitioned Congress to commemorate the forthcoming 130th anniversary of Washington's birth by reading the Address at a joint meeting of both houses.  

Tennessee Senator Andrew Johnson introduced the petition in the Senate.  "In view of the perilous condition of the country," he said, "I think the time has arrived when we should recur back to the days, the times, and the doings of Washington and the patriots of the Revolution, who founded the government under which we live."

The practice of reading the Farewell Address did not immediately become a tradition. The address was first read in regular legislative sessions of the Senate in 1888 and the House in 1899. (The House continued the practice until 1984.) Since 1893 the Senate has observed Washington’s birthday by selecting one of its members to read the Farewell Address. The assignment alternates between members of each political party. At the conclusion of each reading, the appointed senator inscribes his or her name and brief remarks in a black, leatherbound book maintained by the secretary of the Senate.

In 1956, Minnesota Senator Hubert Humphrey wrote that every American should study this memorable message. “It gives one a renewed sense of pride in our republic,” he wrote. “It arouses the wholesome and creative emotions of patriotism and love of country.”

Some of the points in the address:

• Extolls the benefits of the federal government. "The unity of government...is a main pillar in the edifice of your real independence...of your tranquility at home, your peace abroad; of your safety; of your prosperity; of that very liberty which you so highly prize."
• Warns against the party system. "It serves to distract the Public Councils, and enfeeble the Public Administration....agitates the Community with ill-founded jealousies and false alarms; kindles the animosity of one....against another....it opens the door to foreign influence and corruption...thus the policy and the will of one country are subjected to the policy and will of another."
• Stresses the importance of religion and morality. "Where is the security for property, for reputation, for life, if the sense of religious obligation desert the oaths, which are the instruments of investigation in Courts of Justice?"
• On stable public credit. "...cherish public credit. One method of preserving it is to use it as sparingly as possible...avoiding likewise the accumulation of debt....it is essential that you...bear in mind, that towards the payments of debts there must be Revenue, that to have Revenue there must be taxes; that no taxes can be devised, which are not...inconvenient and unpleasant..."
• Warns against permanent foreign alliances. "It is our true policy to steer clear of permanent alliances with any portion of the foreign world..."
• On an over-powerful military establishment. "...avoid the necessity of those overgrown military establishments, which, under any form of government, are inauspicious to liberty, and which are to be regarded as particularly hostile to Republican Liberty."

"the name of American, which belongs to you, in your national capacity, must always exalt the just pride of Patriotism..."~ George Washington

References: Washington's address; Senate.gov; Early America

Learning Styles

Last weeks post, "Stupid people" was a post written more out of frustration then anything. I received some great comments on it and I'm appreciative of them. I had this post in mind, as a follow up, when John left this great comment last week,


"I have also worked with stupid people, at least I thought I had. I learned early in my career that all those stupid people really aren't stupid; some are just different. I had one lad assigned to my platoon in the Army (many years ago now) that really just didn't get it. Fitz was always wrong. That is, wrong until the day I finally figured it out. Fitz wasn't wrong - he saw the world differently than the rest of us. I learned that when someone made what looked like a stupid mistake to stop a minute and ask myself: "How would Fitz have done this?" I learned to look at the world through other's eyes when the situation called for it - all became better after that"


John made a great point. Sometimes the way we are looking at things, doesn't mean that's the way they are. We all learn differently, we all respond to different stimuli, we all see things differently then others from time to time. Does this make us stupid? No, I don't think so. Can it be challenging, yes, indeed. How we handle each of our relationships is a true work of art. We can't package up a, "one size fits all" leadership or teaching approach. That's why there are thousands of different theories and books on how to lead and on how to teach others. 


To be good leaders, we have to understand how to adapt our style to that of how each of our people learn. I have found that most of the time, honey gets you more than vinegar, and that patience is the main ingredient required to teach others. 


What are some ways that we can help our people learn or get better at a procedure or task?

• Communication: I've found times that when someone is not performing their job or task up to par it is usually due to the fact that the process wasn't properly communicated. Something got left out, or they where rushed through the process, etc..

• Learning style: Talk with the person and find out what ways help them learn the easiest. Some people are more visual, or they learn easier by doing it themselves, or by watching someone else demonstrate the process. Whichever way works, doesn't matter, just as long as the end result is accomplished, and that is the person learns what they need to know to be proficient at their task.

• step-by-step: Once the process or task has been properly communicated, I like to follow up by taking them through the process step-by-step, explaining the step and why it falls where it does. I also like to explain why the step impacts the rest of the process or which step has more effect on the rest.

• Have the expert show them: Whoever on your team has mastered the process or task, have them go through it with the person that's having the trouble. This helps the "expert" learn how to teach and mentor, while it allows the person having the trouble see how you want it to be accomplished. 

• Have someone with a different teaching style teach them: There have been times in my career when I've not been able to teach or communicate properly with someone when trying to help them learn or get better at a task. I've often went to one of my peers and asked them to try and help the person get better. Having a different person explain, show and teach can often times make a world of difference. 

• Have them write up a Standard operating procedure (SOP): Another good way to help someone learn a process, is to have them write their own operating procedure for the task. It helps them slow down and really look at each step. Often times it causes them to concentrate on the associated documentation with a more, fine tooth comb, approach. It also let's you see what they know about what they are doing in each step or task. 

What are some of the ways that you have found that help other's learn a new task or process?

Related post: I know how, why don't you?

Stupid People

I'm ready for the backlash, I'm ready for the disagreement that this post will likely cause. I'm OK with it. I gotta get this off of my chest. This will be the most negative post I've written to date, and maybe the most negative post I'll ever write. There are stupid people that are in society and by virtue of that, there are stupid people that work for us.

As my good friend Forest Gump's mother stated, " Stupid is as stupid does" I like it and I've quoted it many times. Stupid people are not people who disagree with me or have ideas I don't agree with. Stupid people are the people that no matter how many times they are shown, told or otherwise instructed they still don't get it or cannot get it.

You know how many hours I have spent dealing with stupid people? A lot, I've spent time and energy on people that no matter what method or ideology I use on them, they cannot comprehend what is being told to them. They continue to make the same mistake over and over, when challenged they always say, "I didn't know" Really? Even though I told you specifically several times in the last week alone how to do it, you still, "Don't know?"

The sad part is that these people can discuss many things quite intelligently and therefore I know that they have some form of intelligence in their brains. The frustrating part is that I'm not building rockets, I'm not trying to teach them quantum physics. They simply do not want to learn or better yet, refuse to learn. That I cannot handle. I don't care how long you've been doing something, the day comes when every dog needs to learn a new trick or how to do their trick more efficiently.

Thank you for letting me rant, feel free to comment, I'm looking forward to it.

Tattle Tale

Photoexpress

In every workplace or on every team we've witnessed the one person who feels compelled to bring it to our attention when another employee has done something wrong or has failed at their job. Just like I tell my kids when one of them comes to me to "Inform" me about the wrong doings of one of their siblings, don't be a tattle tale.

To be trusted is a greater compliment than to be loved. ~ George MacDonald

With kids we expect this kind of behavior from time to time. But with grown adults? Amazing as it sounds, it happens everyday in every workplace at some point. So what does the, "Tattle Tale" behavior do to the workplace?

• Disrupts Team unity: When one member of the workplace fills the need to inform on another it creates a divide in the team and workplace. It also creates distrust between the workers as well. The tattle tale is into self promotion which is directly in contradiction to the idea of team.

• Backstabbing: If not nipped in the bud quickly, others will start to follow the tattle tales lead. Your employees will start to backstab one another and create havoc in the workplace.

• Appearance of favorites: Depending on how well or not so well you deal with this individual, it could appear to others that your playing favorites with your workers. Once this perception or reality sets in, it is very hard to eradicate it.

• Stress: With everyone running around backstabbing and telling on one another, the stress level on your team and in the workplace will soar. Everyone will be watching their backs and be worried about every step they take will be analyzed and reported.

• Retention will plummet: Your employees will start to abandon ship, they will find other employment and get out of this terrible environment. Especially your top performers, they will not stay in this environment long

• Lack of loyalty and trust between workers and leadership: The workplace will split into protective cliques and be very leery of the leadership. Loyalty and trust will be non-existent and nothing of any value will be created.

The glue that holds all relationships together - including the relationship between; the leader and the led is trust, and trust is based on integrity~Brian Tracy

I know there are times when employees bring very real and legitimate concerns or problems to leadership. I'm not talking about these cases, I'm talking about the employees that are self-serving and looking to improve their standing by standing on others. Be quick to address this type of behavior or it will kill your team and workplace quickly.

Have you ever seen this type of, "Tattle Tail" in your workplace? What was the effects of it? Please share your experiences, it is appreciated. 

Lessons in Losing

Dave Martin / AP

There's a lot of celebrating fans in Green Bay today. The other side, Pittsburgh, not so much. It's tauted as the, "World championship" What can we learn from the losing team of Super Bowl XLV about leadership? Yes, I said, the losing team.

First things first, I'm not a big NFL fan. I watch it from time to time, but I'm not a die hard fan. I watched the Super bowl, because it's the last NFL game of the year and appeared it would be a good game, which it did not disappoint.

As the final ticks of the clock evaporated from the play clock there was elation on the Green Bay Packers sideline, while there was disappointment and defeat on Pittsburgh Steelers side.

As the two teams went in different emotional directions the first thing I noticed after Pittsburgh's coach, Mike Tomlin had shook hands with the Green Bay coaches was that while he was leaving the field, he had his arm around one of his players and was talking to him. Now, I've seen a lot of coaches in this situation just alienate themselves from their players and walk off the field alone. Much different then when they win, hugging, jumping into others arms, cheering one another. Coach Tomlin showed me a lot about his character and his leadership in this moment. He did what good leaders do in defeat, he immediately started to lift up his people.

Flash forward to the press conference. On one side you have Green Bay answering all the easy questions about victory, on the other, the Pittsburgh players and coaches answering all of the, "What if?" questions. Again, Coach Tomlin impressed me when he stated, " You may make excuses, not me, I will not make excuses, Green Bay played a heck of a game and made the plays they needed to win the championship"

Our human nature is to look to anything that we can credit with our demise in a losing situation, it had to be because _____ ( enter excuse) Coach Tomlin didn't do that, he did what good leadership does, he accepted his loss. He didn't deflect it to the QB Ben Roethlisberger two interceptions or to injuries to 3 starters. He took responsibility for the loss and then gave credit where credit was due.

I found an interesting quote by Coach Tomlin, when asked about the importance of winning the super bowl, "It's down the list, to be quite honest with you," Tomlin told Baptist Press. "I'm a husband. I'm a father of three. I'm blessed enough to be the head coach of this group of men, countless other things. I'm a brother. I'm a son. It's down the list."


Wow, a head coach in the NFL saying that winning the Super Bowl is down on the list of priorities? Maybe that's why he is the youngest head coach to ever win a Super Bowl? He understands priorities.


Coach Tomlin later then stated,  "Football is what we do; it's not who we are. It is our job, it is our business. We all are very passionate about it, we all want to do very well at it, but [faith] keeps it in perspective."


This begs the question, Leaders, what are your priorities? Does your job or position define who you are? 


What did we learn from losing?

• Accept Responsibility
• Don't make excuses
• Immediately start to lift your people up
• Importance of understanding priorities
• Understand your job is what you do, it doesn't define you

You have any thoughts on losing or this article? I'm interested and listening, please share.

CEO Calls

One thing I've always enjoyed is when my Commanding Officer (CO) or CEO holds a, "CO Call" with my people. This is where the CO comes and meets with my people, face-to-face, in a very personal and close setting. The managers and any upper leadership leave the room and the CO talks and listens directly to the people in the trenches with no buffer. I want to talk about the benefits and rewards of this and why I think it's an excellent idea.

One benefit of knowing that these meetings will be happening, on a regular basis, help leadership ensure that they have already followed up on or addressed their people's concerns. When leaders have ignored or have not followed up on problems,  I've seen cases where team's completely throw the leadership under the bus, sometimes rightfully so. Other times I've seen that one person's concern was very valid and actually brought about change in the organization.

Why is it a good idea for the upper management to meet with the people on the ground floor?

• Uncensored communication: It almost becomes a, "Undercover Boss" situation. The only difference being is that the people know that they are talking to the main man/woman. It's good for the boss to hear it straight from the people on the front line. So many times when someone in the trenches sends a complaint or suggestion up the hierarchy it get's stomped out or watered down to the point that it is ineffective when it reaches the boss. When the message is sent directly from the person to the boss, the boss has the opportunity to hear the original message and then can ask more detailed and compelling questions to the person. Thereby getting a better formed opinion of the problem or solution. 

• Add's a human element to the boss: I have had CO's who were great at communicating the fact that they are just as human as everyone else. They tell anecdotes about their families and kids, their successes and failures. It allows people to see that they put on their pants one leg at a time, just like everyone else. It builds loyalty within the organization.

• It shows that leadership cares and is concerned about everyone: To many times, people at the lower levels of an organization feel that they are unheard and uncared about. They feel like they are just another resource to be used and disposed of. When they are engaged by a caring leader who listens to them with concern, they will respond to this in a positive way. 

• Leadership can get a true measure of the organization: Once one person speaks and the group sees that they are not flame thrown or dismissed. The others will start to speak up, other like minded people will start to give positive or negative reinforcement to what is being said, therefore showing a majority thought process. This allows leadership to see when a problem is a growing concern among many, not just a select few.

• Leadership can deliver a new plan directly to the people who will be executing it: One other thing that I've seen that is very effective is when the boss details a new plan, vision or mission to the people directly. The people can hear it straight from the source and understand what it is that is expected of them and how it will impact them. It also gives the people the opportunity to share their concerns with leadership about new plans, at which time they can be addressed or can be looked into further prior to the execution phase.

When this meeting is over, stand by for feedback not only from your boss, but your people as well. Be ready to write it all down and then follow up on it. CO's that follow up and ensure that problems or solutions are addressed and implemented are really showing the value of these meetings and reinforcing the fact that the leadership values it's people. You can do this at any level of leadership. When I was a departmental manager I would meet with the entire department and then I would meet with each individual division. It allowed me to hear what was going on and allowed me the opportunity to connect with and serve my people better. 

What are some other ways we can engage with our people? 

Because I said so

JOEL SARTORE / National Geographic Stock

Because I said so, that's all you need to know. I don't have to explain myself to you. Who's in charge here, me or you? Do you value your job? Can you afford not to work here? Do I answer to you? Get it done or i'll (insert blind threat.) Does any of this sound familiar? Have you ever said any of these things to your people?

I've seen many articles and posts about bullies in the workplace. I would like to pose a question to you, As a leader are you a bully? Do you lead with an iron fist and as if you are a dictator of some small pacific island? If you lead with fear,threats and intimidation, then you are a bully.

What is my checklist for a bully masquerading as a leader?

• Closed door policy: You don't want or need to hear from your people. They will be told what to do, when to do it, and how to do it. There is only one way communication, you to them. There is no creativity, and no freedom for them to grow. 

• Intimidation: Maybe it is done by abusive language, maybe it's done by physically imposing yourself on others. It's implied threats, or examples made of those who don't tote the party line. 

• Manipulation: The workers are here for the furtherance of your career. You will use them up and go through however many you need to, just as long as you get the next promotion. Promises made, but never delivered on, you enjoy and encourage the brown noser.  

• Fear of reprisal: You execute the first one that steps out of line, let everyone see the price that will be paid for going against your will. You have your people walking on eggshells, never knowing when the other fist will fall or the next tirade will erupt from you. You demote or phase-out those that are not party members.

• You make your people feel insignificant in your presence. Geesh, don't they realize they are lucky to be here under my hand? You remind your people daily that their best will never do, no matter the effort given. When one does garner the courage to approach with a new idea, they are informed that's the stupidest thing you've ever heard. You do the work, I'll do the thinking. 

• Do as I say, not as I do: I'm in charge here, I make the rules and that means that I don't have to follow them. You let your people know daily that indeed the corner office has it's perks and privileges. 

• Glory hound: Yes that's right, this company would never make it without my awesome leadership. I get the most out of people and make my deadlines, no matter the human cost. I'm sorry, that wasn't your idea, that was mine. So I took the credit for it. I'm the leader of this department so anything good coming out of it was my divine inspiration. Oh the bad, well that's always someone else's fault, they will pay for there mistake.

Wow, I had to stop. I could added some more to this list. If these things don't sound like a bully, then I don't know what does. If your a leader doing any of the above. Stop it. You are sacrificing the very people you should be serving. It's not the other way around, your people are not there to serve you and ensure you get your next promotion. Wake up, get a clue or move to your own south pacific island. 

Have you ever experienced the bully disguised as a leader? How did they make you feel?

Are your insecurities holding you back?

According the John Maxwell's book, "21 Qualities" Security is a foundation for strong leadership. In discussing security he also states 6 common symptoms of Insecurity and how they can effect you. Let's take a look.

• Comparison - You are always watching your peers, keeping score if you will. Seeing if your doing more or better then them. I think that healthy competition is good in the workplace. You just have to be careful not to let it get out of hand and allow it to lead to in-fighting or cliques in the workplace. Comparing yourself to others is negative when you are using it for self-promotion. 

• Compensation - You are "Owed" You feel that everyone and everything around you owes you because of your past.The universe has dealt you a bad hand and it's everyone else's fault and they need to compensate you for it. This, "What have you done for me lately" attitude will get you no where in life and annoy most everyone. Everyone has a story, everyone has had bad times. It's life, get used to it and move on. 

• Competition - As mentioned in comparison, competition is bad when it's done with the intent of gaining approval or attention to yourself. As I've said, healthy competition is good. It's just very hard to harness as a leader.

• Compulsion - You feel driven to perform in order to gain others approval. If you read my post, "Man in the mirror" You know that I struggled with this one for most of my adult life. I still have to make a conscious effort daily to not allow myself to fall into this vicious cycle.

• Condemnation - You judge others or yourself, which results in conceit or self-pity. I've had a few pity parties in my lifetime. Thankfully though I have made an effort to overcome this negative attribute and attitude. Life is going to throw you curve balls and bad hands. How it effects you and your attitude is completely up to you. No one can make you feel a certain way, you have total control over that. You just have to know it and stand in the truth. 

• Control - Your a control freak. You have to have your hands in any and every decision. You feel that you must take control, protect self and manipulate others to do your bidding. Embarrassed to admit it, but I've been known to fall into this symptom as well. It's very tiring and not efficient at all. You expend so much energy that you wear out quickly and do not empower those around you. You use them for what they can do for you, not what you can do for them. You rationalize this behavior as a "Self-defense" mechanism. The truth is, it is a selfish attitude and show's your lack of caring for anyone else. 

To be really honest, I have fallen into one or more of these categories throughout my adult life. I have been a insecure person who allowed it to destroy friendships and those that I love. I'm not proud of this fact, but it has taught me much about myself. I want to take my negatives and turn them into positives by helping others. I want you to know that you can change, you can make a positive change. Start today, make the effort. Leadership is about changing, growing and challenging yourself. When you stop making the effort for positive change, that's when you have truly failed. 

I hope that you have found this helpful. What are some of the things you have struggled with? Please share your experiences, It is truly appreciated and is helpful not only to me, but to others. 

Company Culture

"When you put on khakis, you are no longer a Machinist’s Mate or Fire Controlman or Culinary Specialist or, you pick the rate. You are a Chief, and you are responsible for one thing and that is leading." ~ Adm Mike Mullen


On Tuesday night I had a wonderful conversation with a lot of very intelligent folks during #Tchat on Twitter. I was asked about the Navy and how we develop our culture. It's hard to answer that question when you only have 140 letters to use. So, I figured why not write a post about it. So here it goes. 


One thing that helps the Navy define it's culture is, The Sailor's creed, it is something that every sailor learns and can quote from memory. Everyday in the Navy we recite the sailor's creed while at quarters or at muster. It reminds each and everyone of us that we belong to and serve a greater good. I have listed the creed below, with my thoughts on each part:

U.S. Navy

I am a United States Sailor. Simple statement that reminds us that we are part of and represent the United States and the Navy in all that we do. 

I will support and defend the Constitution of the United States of America and I will obey the orders of those appointed over me. Reinforces that we do not set the rules, we are the ones that enforce and obey them. It also reminds us of the hierarchy that we utilize to get the job done.

I represent the fighting spirit of the Navy and those who have gone before me to defend freedom and democracy around the world.  Establishes that we are not alone in what we do, and encourages us to continue to honor the heritage of those that have served before us. The last part of this is significant in that it helps us to understand not only a cultural belief but that we are carrying out the will of the american people in obeying our orders. 

I proudly serve my country's Navy combat team with Honor, Courage and Commitment. This finalizes our progression from individual sailor, to Country and finally to our shipmates. It then reinforces the core values of how we are to conduct ourselves at all times, off and on duty.

I am committed to excellence and the fair treatment of all. I think this final statement sums up what the Navy has done, very well, for a long time. That is to celebrate diversity and to understand the acceptance of everyone from every walk of life, and how each brings unique points of view that can help everyone be more successful.


Think about how this creed could impact your companies culture, if everyday you and your co-workers recited a similar creed. It would reinforce so many great qualities that every company would love to have:

• Sense of Team, part of something much larger then oneself.
• Loyalty to one another and the mission.
• Integrity in all that you do
• Commitment to excellence and to getting the job done right the first time
• Celebrate diversity and the uniqueness of everyone inside of a larger group.

I hope that maybe this gives you some ideas on how you can create a culture in your workplace that you would be proud of and would enjoy to promote. 

Wipeout, Leadership edition

I don't know if you've had the opportunity to watch ABC's show, "Wipeout" If not, never fear, I inserted a video of it for you to watch. If you need a good laugh at someone else's expense, then watch this.

Watching this show reminds of some leaders I've come across in my travels. They go charging into a situation, all motivated and ready to get the big win. Only to get knocked down by the unseen obstacle. Of course watching contestants do it on a T.V. show is funny, watching leaders do it in real life, not so much. 

Have you witnessed a leader get knocked down by unseen obstacles?

The new Leader

Photoexpress/Sophia Winters

New to Leadership and Management?
No matter where you are in your journey as a leader or manager, you had to start off somewhere. If you are new to leadership or are striving to be a leader here are some tips to get you going as you start your journey as a new leader.

• Confidence: Understand that you would not have been hired or promoted to this position unless the top brass felt you could do the job. So, have confidence in yourself and your abilities. Seek counsel from those that you trust and that have been in leadership before. Pick their brains and get every morsel of knowledge from them. 

• Know what's expected of you: If you haven't already, get with your supervisor and find out what they're expectations are of you. Find out if there are any issues or concerns that management is expecting you to address or fix. Make sure you understand what the companies goals are and how you/your people fit into the overall picture.

• Observe: No one expects that your going to come in and have all the answers. Use this time to observe your people. Watch how they interact with one another, how they work together. How they utilize the processes and work controls that are in place. This will enable you to get a good idea of who is good at what and what things might need to be adjusted to increase efficiency. 

• Interview each of your people: Yes, this is time consuming, it will pay out huge dividends in the long run. Do more listening then talking. Let people tell you what they think and feel about their work and that of your department or company. You will find some real insight straight from the trenches when you do this. It will also show your people that their new leader cares and wants to make a difference with their help.Good way to establish trust and to start the buy-in process from your people.

• Come up with your game-plan: You've talked with your boss, you've observed your people and then talked with each of them. Now is the time to come up with your vision and objectives. Remember, you don't have to re-invent the wheel. Make small adjustments and then observe how it affects your people and processes. If you start to change too much, too fast, your people will fight back. People don't like change, even if it's for the better. So ease them into it.

• Communicate: Clearly communicate your plan to your people and your superiors. Don't try to come up with the most intricate plan. Try and lay out a plan that is simple, they understand, they can execute and be successful.

• Don't forget where you come from: Last, but not least. Don't forget what is was like to be in the trenches. Remember the leaders that inspired you to do more and remember the leaders you didn't like and why. Use both as examples of how to, or how not to,  lead your people. 

These are just a few suggestions that you can utilize when faced with being a new leader. Finding a good mentor is also extremely helpful. Whatever you do, don't give up. Performing as a leader is the best way to learn leadership. 

What are some other tips for a new leader to consider or utilize?

Will you just make a decision?

Major General George B. McClellan (National Archives)

"Indecision and delays are the parents of failure" ~ George Canning


You have checked all the facts, figures, and opinions of your management team, you then re-checked them, your ready to launch your new campaign. Right before you push the button you start to doubt yourself and all the information that you've used to come to this decision. The "What if's" start to bombard you, you are doubting that you are in the right position to launch.


There are many of Leaders and managers out there that have this all to common problem. Indecision, the inability to make a decision. Meet Major General George B. McClellan, he is here today to show us why indecision is a quick way to failure.


General McClellan was a graduate of West Point and had been involved in the Mexican-American war as a engineer. He had even went back to be an instructor at West Point prior to resigning his commission and working for the Illinois central railroad. In 1861 at the outbreak of the American Civil War. Ohio Governor William Dennison appointed George McClellan to Major General of the Ohio Volunteers. Based on his previous history in the military and Governor Dennison pressure, President Lincoln appointed George McClellan to the rank of Major General in the regular army. Major General McClellan had two quick victories, so to speak. One, he prevented Kentucky from seceding from the Union. Secondly, he fought a series of engagements in what is now, West Virginia, that kept the south from taking control of that part of Virginia. The importance of these two victories combined with General McDowell's defeat at the Battle of First Bull Run, had Major General McClellan as the Commander of the Army of the Potomac and by November of 1861 he was the General-in-Chief of all federal armies.


Major General McClellan went from leading volunteers to leading the entire Union Army in 7 months! Granted, the union was looking for anyone to bring them some victories and save some face after the initial wins by the south. Still, it was pretty impressive. Let's look at some of his good traits:

• Great organizer: Upon taking over the Army of the Potomac he provided them with training and re-organized them into a more efficient fighting unit.
• Great Motivator: The union army was down and out, low self-esteem, he instilled in them an esprit de corps. By all accounts from that time, his men loved him.
• Great planner: He could plan all day long, consistently taking everything into account.

Now the bad:

• Terrible execution: He had the great plan, motivated men and commanders, yet he would not pull the trigger. He always was convinced that the southern armies opposing him had greater numbers. He even felt this way when he had credible facts and information that he had the superior force.
• Poor communication with superiors: There where many times that Major General McClellan would blow off President Lincoln and other politicians of the time. Therefore, he quickly lost support in Washington,D.C. 
• Overcautious This guy had every excuse in the book why right now wasn't a good time to attack or carry out his plan. He was so afraid to fail, that he choose to do nothing. Thereby failing. 

“There is no more miserable human being than one in whom nothing is habitual but indecision” ~ William James

Despite being a good organizer and motivator Major General McClellan could not execute his own plans. His overcautious nature and inability to make a decisive decision was his ultimate downfall. How can we avoid these mistakes?

• The hardest thing about making a decision is, making the decision. You will find that there are times when you wish you had more information. Understanding that you can only go with what you know right now, you do not have the luxury of hind sight or what information may be available a month from now. Trust in your experience and the knowledge that you have on hand now. Pull the trigger, make the decision, fear of failure will keep you locked up in a perceptual state of doing nothing.

• Understand that each time you fail to act, the competition just got a reprieve. Just like in a heavy weight fight, the first one to throw and land the big punch has the best chance at winning. The competition is no different, if your delaying your action, it gives them the opportunity to attack the market and gain a larger share of it. Likewise, when you go on the offense first, they must now be reacting to you vice you reacting to them. With the speed of information nowadays, your customers are watching this unfold. No one wants to be rooting for the loser, take the initiative and attack.

"Indecision is the seedling of fear" ~ Napolean Hill

• Fear of failure will get you faster to failure then anything else. There are times to play it safe, but generally it is much more effective to make the decision and go for it. You will make bad decisions, as long as that's not your track record and you learn from it, you will maintain support. If you are continually showing that you cannot make a decision, no one, including your boss is going to stay in your corner long. More importantly, the people that you lead will not stay in your corner. When you are indecisive they have no clue what you want on a regular basis and this will cause delays. Therefore, causing stress to skyrocket in your department or company. When you have a track record of making decisions, people have a much better idea of what to expect and what you are expecting of them and are able to act much quicker.

I hope that this history lesson has been helpful to you. I know that many times people want to do the right thing and make the right call. Too many times, people hold on and don't pull the trigger. A decision is nothing more then making a decision. Yes, some decisions have greater consequences then others, rely on your training, education and experience and you will be fine. Just make a decision! Your bosses, you and more importantly the people that you lead will be thankful. Trust me.

What are some other ways being indecisive can be counter productive?

Have you worked for a indecisive leader? What was it like?


reference for George B. McClellan

Leadership, How is your communication and vision?

Vision Statement: Aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future. It is intended to serves as a clear guide for choosing current and future courses of action. See also mission statement. source

Leadership, Communication and Vision
When in a leadership role it is vital that you have a clear, concise vision of where you are leading your people and your communication of it, is understandable. There are many ways to communicate this vision. Are you providing the vision and the proper communication to them or are your communications directing them to kayak to Japan?


Think about that for a moment. Let's say you where in California and needed to give your people directions on how to get to Tokyo for a very important meeting. Here is one way that you could communicate that to them:


Los Angeles to Tokyo


View Larger Map

Los Angeles, CA

1.	Head northwest on W 1st St toward S Spring St	0.1 mi
2.	Turn right at the 2nd cross street onto N Broadway	0.4 mi
3.	Turn right to merge onto US-101 N toward I-110 N	10.4 mi
4.	Slight left at CA-170 N/Hollywood Fwy (signs for Sacramento)	6.0 mi
5.	Take exit 11B on the left to merge onto I-5 N toward Sacramento Passing through Oregon Entering Washington	1,122 mi
6.	Take exit 169 for NE 45th St	0.3 mi
7.	Slight left at 7th Ave NE	262 ft
8.	Take the 1st left onto NE 45th St	0.7 mi
9.	Turn left at Wallingford Ave N	0.9 mi
10.	Turn right at N 34th St	292 ft
11.	Take the 1st left onto Densmore Ave N	436 ft
12.	Turn right at N Northlake Way	282 ft
13.	Kayak across the Pacific Ocean Entering Hawaii	2,756 mi
14.	Continue straight	0.1 mi
15.	Turn left at Kuilima Dr	0.5 mi
16.	Take the 3rd right onto HI-83 W	12.4 mi
17.	Continue straight onto HI-99 S/Kamehameha Hwy	6.5 mi
18.	Slight left at HI-80 S/Kamehameha Hwy Continue to follow Kamehameha Hwy	2.1 mi
19.	Take the ramp onto I-H-2 S	8.1 mi
20.	Merge onto I-H-1 E	4.7 mi
21.	Take exit 13B toward Halawa Hts. Stadium	0.3 mi
22.	Merge onto I-H-201 E	4.1 mi
23.	Merge onto I-H-1 E	4.1 mi
24.	Take exit 23 for Punahou St toward Waikiki/Manoa	0.2 mi
25.	Turn right at Punahou St	0.1 mi
26.	Take the 1st right onto S Beretania St	0.1 mi
27.	Take the 1st left onto Kalakaua Ave	1.9 mi
28.	Kayak across the Pacific Ocean Entering Japan	3,879

Now, as you can see you can communicate to your people that you want them to kayak (#13 & 28) across the Pacific ocean for a total of 6, 635 miles! (According to this site it's safe to calculate going 20 miles per day in the ocean, in a kayak.) Some quick math tells us that it would take you 332 days to make this trip, that's almost a year!

Is this really the best and most efficient way to carry out the vision or communicate it to them? The point is that if you don't give your people a clear and concise vision/"road map" to where you are leading them and communicate it well, they might end up kayaking vice taking a plane. Think about it. 

What are the results when we don't communicate or define our vision appropriately?  Please share, you'll be helping others.